Reasons of Transformation
The reality we live in is the result of a permanent struggle of forces, which vital demonstration is change. The main forces are countless, and frequently new, which leads to the confirmation that change is constant, continuous and spontaneous.
The speed rate of the transformation of realization scenarios, make the gradual and spontaneous change insufficient to assure effectiveness in organizations.
Under these conditions, “managing” change is insufficient. It is then mandatory to lead the change, having an influence on their actors and protagonists. This is the field of organizational transformation, which is proactive and, in order to be effective, must be carried out being aware of the organized system.
Direction of Transformation
Any organization must be transformed to satisfy the needs of its inspirers (shareholders), its beneficiaries (market) and organizers (leaders).
The process of transformation in the organization consists of incorporating practices that facilitate taking the principles of vision to the field of provable facts, so the results the organization was created to reach can be achieved.
Together with this process, both the organization and its members need clear settings and behavior and operating models, which allow constant and reliable growth.
The action of Transformation
The process of transformation is based on those aspects that impulse the organization towards a new state, in order to generate the following changes:
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The configuration of the planned scenarios is translated into a specific vision that makes every day efforts of change logical (strategic transformation).
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The development of specific behavior and habits of conduct among the members of the organization (cultural transformation).
- The incorporation of new ways of organizing the effort of people, areas and subsystems (structural transformation).
The
premises of Transformation
The aspects of vision (strategy) must be coherent with the nature of business, characteristics of managerial talent and structural arrangements.
An intervention to support the process of transformation will be effective if it can integrate in a coherent way the aspects of vision with those of culture and work structure.
Whenever there is low coherence, effectiveness is clearly reduced..
